Instructions Leaders play a key role in creating a work culture that aligns with the overall organizational climate. As we learned in Chapter 5, four patterns of leadership shape the organizational climate and influence how leaders make decisions and solve problems: I: Exploitive, II: Impoverished, III: Supportive, and IV: Enlightened. The following Case Study illustrates an organizational climate that uses III: Supportive and IV: Enlightened leadership to carry out its vision. After reading the Cianbro Case, respond to these two Reflection questions. 1. As a leader, when faced with challenging situations such as the one where the Cianbro company's open-shop merit-based organization was challenged by union picketers, what steps would you take to recognize the viewpoints of those who do not agree with you in order to resolve differences? 2. When solving employee problems that arise in the workplace, of the four organizational climate leadership patterns, which would be your primary leadership approach? Explain your reasons. Caring for People as a Primary Focus The Cianchette brothers were raised in a family where the importance of caring relationships was stressed, and the notion of "It's all about People" evolved as a central theme for every interaction at Cianbro. Focus on humility, honesty, and respect brought these people-centric behaviors to life. Over time another saying, "No one in this room is smarter than all of us," was created and used time and again in all problem-solving and planning situations. By adhering to these two principles, the following foundational values continue to guide all interpersonal relationships at Cianbro. 1. We value our faith in others and assume the risk to establish mutual trust and respect. (The views of every individual are important.) 2. We value relationships with others willing to work toward mutual goals and mutual prosperity. (One person does not have all the answers.) 3. We value accepting responsibility, earning rights, and sharing opportunities. (The varied perspectives of a diverse work population are welcome, even when these views are different from our own.) From 1979 to the end of 1981, Cianbro more than doubled its revenue and tripled the number of team members working as an open- shop merit-based organization. During the spring of 1982 and in protest, building trade unions established a picket line at the annual employee meeting. Chuck Cianchette (president of Cianbro Corporation) stepped to the microphone and said, "We have protesters outside who are unhappy with the success of our company. I don't blame them. If I were in their position, I might be doing the same thing. They want the same things as we do, to provide for their families, and in their eyes, our success is a threat to their ability to do just that." These few words reduced feelings of animosity toward the people protesting the success of the company. As much as any other factor, caring about people (even those who disagree with you) has been at the heart of Cianbro's vision for the company